Hans Asperger Overview

Hans Asperger Overview What Sister Viktorine Knew Neurotribes, neuodiversity, steve sibberman, autism In 1931, Gottfried K. was brought to the Childrens Clinic at the University Hospital in Vienna by his grandmother for an examination. He was nine and a half years old, but so physically uncoordinated that Anne Weiss, a young psychologist working at the clinic, assumed that he was feebleminded. His grandmother told Weiss that she too was often confused by his behavior, but Gottfried was clever and smart. Weiss listened carefully, taking notes. His grandmother had brought him to the right place. She looked forward to discussing this case with her colleagues, especially Hans Asperger, the new pediatrician who seemed to take a special interest in gifted, sensitive children. Hans Asperger, the eldest of three boys, was born in Austria in 1906. But his brothers died young, and he became the only child. In his early life, he joined a group of young people who called themselves the Wandering Scholars, heading off on month long hiking trips to read poetry aloud in the wilderness. He met his wife-to-be, Hanna Kalmon, on one of these trips. After graduating from the University of Vienna, Asperger was assigned by his mentor, Franz Hamburger, to the Childrens Clinic at the University Hospital. The University Hospital was one of the most prestigious hospitals in the city. Doctors from all over Europe came to the city to observe surgeries in vast operating theaters and consult with the leading experts in the field. Since the mid 1910s, Vienna had hosted ongoing salons where physicians and scientists mingled with artists and musicians to discuss politics, art, science, and philosophy. Much of this cultural ferment originated in Viennas lively Jewish community, which dated back to the 12th century. In the years after the World War I, one in five inhabitants of the city was Jews, as were many of the faculty members who taught at the university. The Childrens Clinic was founded by a physician and social reformer named Erwin Lazar. By combining elements of medicine, psychology, and progressive pedagogy, Lazar developed an approach to helping children attain their potential based on the 19th century concept of Heilpà ¤dagogik, therapeutic education. The tight-knit staff at the special-education unit, known as the Heilpà ¤dagogik Station, included Asperger, Weiss, psychiatrist Georg Frankl, psychologist Josef Feldner, and a nun named Sister Viktorine Zak. Their approach to diagnosis was based on a method of intensive observation developed by Lazar. Lazar believed a childs true condition could only be measured by watching the child in the course of his or her daily life. Putting children through a battery of tests was not enough. No one mastered this intimate style of observation better than Georg Frankl, who had become Aspergers chief diagnostician. On his first day at the hospital, Gottfried did nothing but cried. But he adapted to his new life gradually. The reliable rhythms of the daily schedule seemed to comfort him. As Weiss got to know him better, she came to see the nine-year-old Gottfried was precociously smart, but he was unaware of things that most kids know instinctively. He didnt know how to play the games around him to his own advantage. Weiss published her in-depth case study of Gottfried in the American Journal of Orthopsychiatry in 1935 after she emigrated to America in 1934. *** Over the course of a decade, Asperger and his staff examined over two hundred children who displayed the same cluster of social awkwardness, precocious abilities, and fascination with rules, laws, and schedules. They also saw several teenagers and adults who fit the same profile. Asperger believed they represented a distinct syndrome that was not at all rare but had somehow escaped the notice of his predecessors. In fact a Russian psychiatrist named Grunia Sukhareva had written about a similar group of young people with prodigious abilities in art and music two decades earlier in Moscow. She believed her patients had a disorder resembled schizophrenia with an essential difference. While adult schizophrenics always deteriorated, her patients often made dramatic improvements. She called this syndrome schizoid personality disorder. Though Asperger was unaware of Sukharevas work, he noted his patients condition was similar to the condition referred to as autistic thinking by the Swiss psychiatrist Eugen Bleuler. In 1908, Bleuler used the term autistic to describe a schizophrenic patient who had withdrawn into his own world. Asperger used the term autistic psychopathy to describe their condition. In a postgraduate thesis, Asperger described   prototypical cases named Fritz V., Harro L., Ernst K,. And Hellmuth L. Asperger was struck by these boys natural aptitude for science. He recognized that his patients blatant disregard for authority could be developed into the skepticism indispensable to any scientist. He called this distinctive cluster of aptitudes, attitudes, skills, and abilities autistic intelligence. His job as the staff of the Heilpà ¤dagogik Station was to teach these kids how to put their autistic intelligence to work. He called them his little professors. Asperger noted that many of these kids fathers and grandfathers were engineers and scientists, showing that the disorder might be genetic. But he cautioned that it would be foolish to search for a single gene responsible for such a complex range of behaviors and traits as these conditions were undoubtedly polygenetic. When Asperger submitted his thesis to Hamburger in 1943, the Nazis had occupied Austria five years earlier. Of the 200 senior members of the medical faculty, fewer than 50 remained. Aspergers colleagues, Anni Weiss and Georg Frankl, had fled the country, and many others were in exile, imprisoned in concentration camps, or dead of suicide.   Asperger was speaking out for the sake of children who had not yet been murdered by a monstrous idea of eugenics imported from America. *** The word eugenics (which means well-born) was coined in 1887 by a British named Francis Galton, the younger half cousin of Charles Darwin. Galton distinguished himself by his ability to recognize patterns. He popularized the notion of regression toward the mean in statistical analysis and the use of fingerprints in the science of forensics. Eugenics policies were first implemented in the United States. In 1909, the state of California passed a law granting public-health officials the right to sterilize convicts and the mental patients in California. Thirty other states had passed similar laws, and a wave of sterilization swept through asylums and prisons coast to coast. In October 1921, the Second International Congress of Eugenics was held as a gala week long event at the American Museum of Natural History in Manhattan, New York. The event was sponsored by the nations most prestigious museums and promoted in journals like Science and the Scientific Monthly. In the welcome address to the congress, Henry Fairfield Osborn, the museums president, urged his fellow scientists to enlighten government in the prevention of the spread and multiplication of worthless members of society, the spread of feebleemindedness, of idiocy, and of all moral and intellectual as well as physical diseases. As influential as they were at home, American eugenicists received an even warmer welcome in Germany. A 1913 textbook by Geza von Hoffman called Die Rassenhygiene in den Vereinigten Staaten von Nordamerika (Racial Hygiene in the United States) became the seminal guide to applied eugenics students in Germany. Incarcerated in the Landsberg Fortress in 1924, Adolf Hitler learned about eugenics from The Passing of the Great Race, written by a Yale graduate named Madison Grant. Grant mentioned that Galtons strategies for encouraging men and women of the genius-producing classes to mate would not stop the rising tide of idiocracy. He directed his fellow eugenicists to develop more expeditious means of eliminating the weak and the unfit. It was music to Hitlers ears. From his prison in Landsberg, Hitler dictated Mein Kampf to his deputy Rudolf Hess saying that as a compassionate defense of the lives of children yet unborn, the future Fà ¼hrer put forced sterilization at the core of his vision of a new society. As the National Socialist party rose to power in the 1930s, the body of American eugenic law became the blueprint for Nazi policies to defend Aryan from negative genetic influences. Unlike their American counterparts, German eugenicists did not plan to limit their efforts to asylums, prisons, and mental institutions. Instead, they aimed to carry out the implications of eugenic theory to their fullest extent. In July 1933, they enacted the Law for the Prevention of Genetically Diseased Offspring to sterilize any German citizen who showed signs of schizophrenia, alcoholism, bipolar disorder, Huntingtons disease, inherited blindness or deafness, or epilepsy. In June 1934, the Nazis assassinated the Fascist Chancellor Engelbert Dolfuss and replaced him with a pro-German and anti-Semitic successor. By 1935, a massive exodus from Austria was under way, prompted by new laws stripping Jews of property, jobs, and basic rights of citizenship. Anni Weiss was the first of Aspergers team to leave, arriving in America in 1934. The clinics gifted diagnostician, Georg Frankl, left in 1937, emigrating to Maryland with the aid of a Jewish doctor who had left Austria years earlier. On March 12, 1938, the day of the Anschluss, Austria was annexed by Nazi Germany. Gangs of civilians calling themselves Rolllkommandos looted department stores and shops in the Jewish quarter, often assisted by the police. Within weeks, the University of Vienna was transformed into the intellectual center of an academic movement to put racial improvement and racial research at the top of the medical agenda. Before the Anschluss, more than 5,000 physicians were practicing in Vienna, by the fall of 1938, less than 750 would remain. Many former professors at the university died in concentration camps. Others took their own lives. In 1938, Aspergers mentor Franz Hamburger gave a lecture to the society titled National Socialism and Medicine, affirming his support of the Law for the Prevention of Genetically Diseased Offspring. On October 3, Asperger gave the first public talk on autism in history, in a lecture hall at the University Hospital. He launched into the case histories of his patients, putting his audience on familiar turf. Then he proposed a radical way of thinking about cognitive disabilities that is opposite to the dogma of racial hygiene. He said the therapeutic goal must be to teach the person how to bear their difficulties, not to eliminate them. Unfortunately, his strategy of accentuating the positive to his Nazi superiors by basing his four prototypical cases on his chatty little professors rather than on the more profoundly impaired children he saw in the institutes, would contribute to widespread confusion in the coming decades. On the basis of the four prototypical boys in Aspergers thesis, many clinicians assumed that he saw only highly functioning children in his practice, which ended up obscuring his most important discovery that autism was found in all age groups, and had a broad ra nge of manifestations. That night was the beginning of Yom Kippur, the most sacred day in the Jewish calendar. For the next 24 hours, storm troopers and Rollerkommandos made brutal raids in the Jewish neighborhood, stealing, burning, plundering, and killing. A month later, on Kristallnacht, the Night of Broken Glass, ninety-five synagogues in Vienna went up in flames, and Jewish homes, hospitals, schools, and shops were demolished with sledgehammers. In Berlin, more than thirty thousand Jews were dragged off to concentration camps. Meanwhile, Aspergers old colleague, Erwin Jekelius, was rising through the party ranks and became the director of Am Spiegelgrund (formerly known as Am Steinhof), the largest mental hospital in Vienna. He was later called the mass murderer of Steinhof when he helped the Nazis started their euthanasia program. In 1941, Hitler arrested him when he fell in love with Hitlers sister, Paula Hitler. After a brief stint in jail, Jekelius was drafted into the army and sent to the Russian front, where he was captured by the Red Army soldiers. He died at the age of forty, from cancer of the urinary bladder. *** On February 20, 1939, a boy named Gerhard Kretschmar was born in Leipzig. He was born blind and intellectually disabled, with one arm and only a partial leg, and he was prone to seizures. The birth of Gerhard Kretschmar provided an opportunity that Hitler had been waiting for since his days in Landsberg prison. Hitler dispatched his personal physician to examine the child and gave orders to carry out euthanasia. In August, the Committee for the Registration of Severe Hereditary Ailments issued a decree calling for the registration of all children born with congenital abnormalities of any kind. Doctors and midwives were required to report all cases to the committee. On September 1, Nazi Germany invaded Poland, officially starting World War II. In December, Hitler signed a secret order authorizing the creation of a program call Aktion T-4, short for Tiergartenstrasse 4, the address of the Charitable Foundation for Curative and Institutional Care in Berlin. Closed door meetings were held throughout Germany and Austria to educate medical students about child euthanasia and T-4, which primarily targeted disabled adults. These programs became fertile ground for medical research that could not have been conducted in contexts where the patient was expected to live. More than 200,000 disabled children and adults were murdered through these official programs, and thousands more were killed by doctors and nurses on their own initiative. *** Asperger had never joined the Nazi party, according to his daughter, because of his loyalty to the Wandering Scholars. He refused to report his young patients to the Reich Committee, which created a dangerous situation for him. The Gestapo had showed up twice at his clinic to arrest him. Both times, Franz Hamburger had used his power as a prominent Nazi party member to intervene in his favor. By then, the Reich needed doctors on the front lines, and Asperger was drafted into the German army to serve as surgeon in a field hospital in Croatia. In September 1944, while Asperger was still in Croatia, the Allies bombed the Childrens Clinic, reducing the Heilpà ¤dagogik Station to rubble. As the ceiling gave way, Sister Viktorine threw her arms around one of her boys to protect him. They were buried together.

How Bmw Is Improving The Way It Works Accounting Essay

This study will be looking at how BMW is bettering the manner it works. It will concentrate on how BMW trades with environmental protection, merely in clip production and employment patterns and what consequence these betterments have on the company.ReportThe first country this study will look at is how BMW is bettering its environmental protection patterns. BMW is a charter member of the U.S. Environmental Protection Agency ‘s ( EPA ) National Environmental Achievement Track which recognises companies for their environmental public presentation ; it is besides present on the Dow Jones Sustainability Group Index, which rates environmentally friendly companies ( Walker and Bird 2005 ) . The BMW group looks to â€Å" carry on responsible and sustainable environmental policies, which are besides economically feasible. † ( BMW Group 2003 ) . The BMW Group have set out environmental guidelines as the footing of how they conduct their day-to-day operations as a agency of accom plishing this. BMW aims to utilize resources in a responsible and efficient mode and undertake to protect our environment for the long term. As a consequence all divisions of the BMW Group are guided by the International Environment Charter ( ICC Charter for Sustainable Development ) . The group realises it has a corporate committedness and duty for environmental protection which reaches to all members of the BMW Group, directors and executives are expected to implement the environmental guidelines and to actuate employees through illustration puting to presume the same duty ( BMW Group 2003 ) . The BMW Group has made a witting determination to reexamine the success of the environmental protection steps and to do farther betterments where necessary or as directed by ordinance or jurisprudence. BMW strive to cut down the effects of their operation on the environment wheresoever proficient, scientific or managerial know – how can accomplish economically feasible criterions which will ever transcend those required by jurisprudence. In development, design, production and the operation of installations, BMW use proficient and economic agencies for conserving resources and understating impact wherever possible particularly when presenting new production procedures and methods. Any new production procedure or method is assessed to see its environmental compatibility in the context of proficient, commercial and economic determinations. As stated in the ICC Charter BMW â€Å" take into consideration the efficient usage of energy and natural stuffs, the sustainable usage of renewable resources, the minimization of all inauspicious environmental impact and waste coevals, and the safe and responsible disposal of residuary wastes † ( BMW Group 2003 ) . The BMW group implement environmental direction systems to measure all important environmental facets in progress. BMW are to the full cognizant of their duty to the environment and are systematically using advanced engineering to understate exhaust emanations, fuel ingestion and noise emanations. By planing their merchandises to an optimal degree BMW guarantee that any environmental impacts are kept to a lower limit and by educating clients on the usage and care of BMW vehicles the group aims to go on protecting the environment long after the vehicle has left the mill ( BMW Group 2003 ) . Another manner BMW has found of protecting the environment one time the vehicle has left the mill comes at the terminal of the vehicles life where BMW promotes the recycling of the vehicle to avoid waste coevals and do usage of the secondary natural stuffs, This decreases the overall energy and resource ingestion in production and operation while finishing the rhythm for the reuse of stuffs taking to less waste traveling to landfill and fouling the environment. BMW expression to continue resources and better th e environmental compatibility of their vehicles by developing alternate propulsion engineering such as H cell and biofuel which are invariably being upgraded and improved as patterned advance in engineering allows. BMW have developed the CleanEnergy system which gives vehicles both a Hydrogen and gasoline armored combat vehicle which automatically switches between armored combat vehicles depending on what is required from the engine. The engine burning of H produces merely energy with H2O as a waste merchandise which gives a theoretically emission free fuel and possible a future free from emanations. ( BMW Group n.d. ) . Some critics of BMW accuse them of â€Å" greenwash † in mention to the BMW Hydrogen 7 which is the first auto to be made utilizing CleanEnergy Technology. It is claimed that the emanations produced during H fuel production outweigh the decrease of tailpipe emanations and that the Hydrogen 7 is a distraction from more immediate and practical solutions for cut downing emanations ( Wust 2006 ) . BMW do non restrict the alternate fuel doctrine to their vehicles as is seen in the illustration of the BMW works in Spartanburg in the U.S. which uses methane gas from a nearby la ndfill for 60 % of its energy demands which resulted in the works bring forthing about 60,000 metric tons less C02 per twelvemonth. For this accomplishment the Spartanburg works received the Energy Partner of the Year 2007 from the Us Environmental Protection Agency ( EPA ) . Amid other developments on the site this twelvemonth the Spartanburg works will breathe 92,000 metric tons of C02 less and salvage 7 million U.S. dollars per twelvemonth compared to 2008 ( BMW Group 2009 ) ( Njeri 2009 ) . With about 16 billion ton-kilometres per transported to provide the BMW Group ‘s production sites with stuffs, deliver trim parts and accoutrements to the gross revenues operations and administer new vehicles worldwide. BMW needs to understate the environmental impact this creates by utilizing efficient conveyance logistics, such as meeting ends in increasing the per centum of low emanations bearers and capacity use. BMW expression at the per centum of metric ton kilometers covered by rail, route, sea and air and Aim to better these figures yearly. BMW sends their conveyance agents orders bundled harmonizing to volume and progressively merely pay them for the volume transported. This has the consequence of incentivising the conveyance agent to organize services in a more clip efficient and environmentally friendly mode so capacity is used and empty tallies are avoided. Reclaimable disposable packaging has besides been optimised in order to maximize cargo capacity. ( BMW Group 2009 ) BMW ever try to choose the method of transit which produces the lowest emanations. As a consequence really small if anything is shipped via air as sea cargo is the preferable method. Over land route draw is minimised and rail transit is maximised wherever possible. In 2008 more than half of all new vehicles left the workss by rail with some workss despatching every bit much as 90 % of new vehicles to their finish by rail. Specialized trains are used to transport stuffs and trim parts and thanks to a new port in Brunswick distances screen by route cargo in the U.S. have been reduced dramatically. ( BMW Group 2009 ) . BMW usage Just In Time production ( JIT ) which is an stock list scheme that strives to better a concern ‘ return on investing by cut downing in-process stock list and associated costs. Implemented right, JIT can dramatically better a fabrication administration ‘s return on investing, quality and efficiency. The BMW Group is bettering the manner it works in the country of Just in Time production to better run into the more specific demands of its clients. BMW clients can do many petitions for additions and can do their ain specifications for their vehicle so JIT is really of import. The BMW Spartanburg works produces many of the latest vehicles such as the X5 Sport Activity Vehicle and the Z3 Roadster. BMW usage mySAPa„? Automotive to run a tight provider web that keeps parts coming to the two assembly lines in a JIT manner to run into client demand ( My SAP 2002 ) . mySap Automotive receives usage configured fabricating orders from the BMW planning system. The orders include all the parts required to construct each auto, the X5 for illustration has 100s of constituents listed in the vehicle measure of stuffs. mySAP generates the bringing agendas for each portion to fit BMW ‘s assembly line planning and sequencing. These long term prognosiss and short term JIT bringing agendas are so sent by BMW to its providers. BMW has an electronic informations interchange with its larger providers whereas other providers can entree the mySAP Automotive Supplier Portal where BMW posts the demands to supply up to day of the month information on its bringing demands. Using merely an cyberspace browser, providers can see release agendas, buying paperss, bills and technology paperss in existent clip. When providers ship parts they send BMW progress transportation presentments ( ASNs ) to supply the auto maker with exact information on portion counts and bringing day of the months so that when the parts arrive at the BMW bringing dock they can be transferred straight to the fabrication lines ( My SAP 2002 ) . BMW besides uses the mySAP Automotive system to supervise production position in existent clip as it registers production verification information every three proceedingss, any parts consumed during assembly are removed from the stock list count and costs are posted to cipher the value of work in advancement. mySAP Automotive helps BMW to cut down order to bringing clip and strengthens the auto makers supply concatenation activities in the countries of demand planning and the trailing and tracing of stuff bringings. This significantly reduces clip to client. By utilizing this JIT system BMW expeditiously manages stuff flow. JIT allows BMW to maintain the right degree of stock at the right phase of production in order to personalize every vehicle to run into the client ‘s specifications, for illustration one client may desire sat nav, leather interior and snow Surs whereas another client may desire cloth inside, metal wheels and cruise control. The JIT processes that BMW has in topographic point allows for this degree of personalisation where other companies may merely do two versions of a vehicle for illustration the Nissan Micra where you can either hold the vehicle with air conditioning and cruise control or you can hold the vehicle with neither you can non hold one or the other. BMW are said to hold now entered the station merely in clip epoch and are presently looking to switch from the merely in clip method to bringing on demand. Many BMW workss are trying to do telling a vehicle and acquiring it on the same twenty-four hours as easy as possible, at first glimpse this seems rather an impossible undertaking. To do this possible BMW is doing major alterations in fabrication procedures ; Vehicles are being redesigned to cut down fluctuations in sheet metal to cut down the figure of differences in organic structure construction. For illustration the current three series has merely two organic structure fluctuations whereas the one before it had up to sixteen ( Chappell 2002 ) . BMW has besides improved from JIT by altering its process of delegating vehicles to clients. Previously when BMW received an order for a auto it would stomp a VIN figure onto a newly welded organic structure which meant the vehicle remained assigned to one client as it moved through the production procedure. Now BMW assigns the VIN one time the organic structure of the auto is constructed and painted. This purposeful hold gives clients longer to alter their heads and gives BMW more scheduling freedom. At franchises BMW has introduced a computing machine telling system which allows traders to work with clients to configure the vehicle wanted, when submitted the bringing day of the month will return to the screen in five seconds. When the order is submitted, it goes straight to BMW ‘s cardinal office in Munich where orders will be calculated every night and distributed to mills worldwide. ( Chappell 2002 ) . By following this station JIT method BMW are going more flexible to run intoing the clients ‘ demands while protecting themselves from one client altering their heads about a vehicle throwing off the production agenda. BMW believes that companies are made by people and the more people encouraged to pull on single competences, thoughts and capablenesss, the better the company performs as a whole so the concluding country this study will look at is BMW ‘s employment patterns. BMW bases its human resources and societal policies on guidelines detailed in the United Nations Global Compact, the ICC Business Charter for Sustainable Development every bit good as the BMW Group ‘s Joint Declaration on Human Rights and Working Conditions. BMW promotes the enlargement of accomplishments every bit good as employees ‘ mental and physical productiveness. They support a diverseness of civilizations and ways of life at the company by implementing a assortment of working theoretical accounts to assist employees accomplish a work-life balance. BMW offers competitory, public presentation based wage every bit good as legion benefits to honor employees for their committedness. BMW shows grasp to employees and the direction by giving them the chance to actively determine the company by agencies of alteration direction programmes. The company encourages the motivational direction of staff and guarantees great employee satisfaction. ( BMW Group 2009 ) The BMW Group human resources administration was restructured in 2009 to run into new marks they had set in corporate scheme. Due to the recent economic crisis and the subsequent demand to cut down costs the BMW Group human resources sees itself chiefly as an advanced, efficient web that assumes a planetary function in structuring ad designing procedures. BMW offers much in footings of public presentation based wage ; each employee receives a fixed wage of 12 monthly wages. The fixed wage is complemented with farther elements harmonizing to local conditions and is assessed and adapted one time a twelvemonth. There is no difference in wage between male and female employees. BMW besides complements the fixed wage with engagement in the corporate consequence. The sum of the company bonuses paid out is based on the overall consequence of the company. BMW besides offer an single fillip which rewards employees ‘ single public presentation and retirement benefits. BMW besides offers e xtra benefits such as favorable conditions on vehicles, corporate accident insurance for executives and extra wellness coverage for wellness services in India and China. ( BMW Group 2009 ) BMW is regarded as a household friendly company and has household policy within its human resources policy with the purpose of assisting employees find a balance between their calling and personal aims. BMW offers telecommuting, portion clip work and sabbaticals to assist employees cover with household and personal issues. BMW besides offer 20 yearss unpaid leave per twelvemonth, many of these flexible working strategies aim male employees whose chances to take on duties of child care have improved dramatically. BMW expression to actively pull female staff as they are clearly underrepresented among the company ‘s consumption from learners, housemans, pupils and PhD campaigners every bit good as in managerial places. The portion of female directors at BMW has risen 66 % over the last six twelvemonth and females ‘ now make up 13 % of BMWs work force today ( BMW Group 2009 ) . BMW actively look to vouch workplace safety and biotechnologies to maintain staff healthy and to understate the hazard of occupational accidents by incorporating staff with public presentation limitations and by assisting employees lead a healthy life style. BMW have wellness and occupational safety direction systems in line with OHRIS and OHSAS demands at 12 out of 24 locations. This means that 80 % of all employees are certified harmonizing to direction systems. BMW besides lead a assortment of runs to maintain staff healthy such as free wellness check-ups, nutrition runs and fittingness constructs. BMW besides has assorted programmes on dependence and disease bar such as â€Å" covering with intoxicant † and â€Å" smoke free † every bit good as flu shootings and chest malignant neoplastic disease and colon malignant neoplastic disease early diagnosing. These programmes raise consciousness among employees and promote employees to look after themselves by taking advan tage of these offers. In decision BMW is clearly an industry leader in environmental protection, they are making new emanation free engineerings and puting in the substructure required to implement these engineerings. BMW implement recycling and waste minimising patterns in all of their workss and usage renewable energy beginnings to understate the effects their fabrication procedures have on the environment. BMW have besides improved on the merely in clip production procedure and have developed bringing on demand to do their production processes more robust and less unfastened to fabricating holds. By utilizing mySAP BMW has made full usage of communicating and mechanization to do the supply concatenation flow every bit seamlessly as possible. BMW have first-class employment practises and purpose to help employees in any manner the can, from implementing working strategies such as telecommuting and portion clip to looking after their employees ‘ wellness and fittingness through strategies that look at smoke, imbibing and general wellness. Employees are cardinal to BMWs success and are valued as such.

Forbidden Island Reflection Paper

Background information Forbidden Island is a visually stunning ‘cooperative' board game. Instead of winning by competing with other players like most games, everyone must work together to win the game. At the beginning Of the term, the class was divided into several small-sized self-management teams that would be responsible to learn how to play Forbidden Island together under minimal supervision. Because this is the team that we will work together on different projects throughout the term, we have introduced ourselves to each other, UT we had very limited knowledge about each other.This would be considered as our first stage of Dustman's stages of group development: forming. There are six members in my team. I will call them by J, B, O, P and K. Based on first impression and very little knowledge about their background, before the game, I had the following perception about the team members: J and B both are Asians, but growing up in Canada. I thought they were rational and ass ertive because they are from JDK/MBA program, and law students are generally considered to have higher level of conscientiousness and emotional debility.P seemed very easy-going and agreeable, because she never showed any objection during our previous conversations. O was comparably quiet during our first meeting, so I made the assumption that she was more introverted. K recently came from India, according to my past experience with my Indian coworkers, who were generally strong-willed, hardworking and assertive; therefore, I presumed that K would have the same characteristics. Throughout our interactions during the game, would gradually realize that have made some typical perception errors, which will be discussed later.None of our team members have played Forbidden Island game before, so our knowledge about the game is close to zero. At the beginning of the Forbidden Island game session, teams were assigned to breakout rooms, which were small and closed rooms, giving us a prison f eeling. Analysis of team behavior For the three-hour session, we only played two rounds. Overall, the game experience with the team was quite pleasant. At the beginning, we spent a few min to set a goal and discuss the strategy.We agreed without raising any objection that our goal is to win the game cooperatively, because we hared the common belief that self-managed teams that demonstrate high group cohesiveness and collective efficacy are more likely to successfully achieve goals and accomplishments. With a common end goal in sight, we strategically started with ensuring we understand the rules. J had watched some Youth videos about how to play the game; thus she had a better understanding about rules. J took the leadership role to explain the rules.J made us grasped the main idea of the rules; however, since majority of us grew up in different countries with different culture background, we were instantly confused with some details of the rules. After struggling with the details f or about ten minutes, proposed to play a test round at novice level first. Everyone admitted that we would understand the rule more easily with hands-on experience. J continued her leadership role to direct the play at the beginning; the individual players permitted this guidance.However, as everyone feels more comfortable with the game and individual role, J easily surrendered the leader role in favor of the group dynamic of mutually shared cooperation among all. Meanwhile, team members' participation level was increased. With a better understanding of the each role's strengths and weakness, every player attempted to utilize their strengths and avoid their weakness in their moves. For each round, the player of the round would ask for an open discussion about the move he/she should take, and then the player would explain his/her decision on moves and ask the rest of the team for agreement.For me, such effective communication ensured that every move we made was towards the same direc tion. It was worth mentioning that B firstly communicated in this manner when professor Karamazov presented in the room, and then everyone else followed his method automatically. As far as am concerned, although Professor Karamazov did not make any verbal comments during her presence, we all felt her power as a professor as she put her hand at the back, this gesture, to me, indicated her Status of leadership, and we therefore inclined to impress her as students; as a result, we started to communicate in a more formal way.Moreover, it was intriguing to see how well the team members played when someone needed retention. The conversation took on an air of empathy for someone who could be taken off the board and everyone spoke on how best to save said player. It was with a shout of jubilation when everyone showed each individual player how to move toward the helicopter pad in order to fly off the island. The game was won and smiles and pats on the back were shared. The test round went o ver very smoothly. I did not sense much of competition among us, rather we were very cooperative and agreeable.Notwithstanding, we enjoyed more healthy competition in the second round and we played the amen more strategically. We increased the difficulty level to Elite for the second round. We started with examining our roles' strengths and the overall situation before making any moves. Although we followed the same effective communication method we used in the first round; I sensed more healthy competition during the discussion. Instead of being agreeable, each of the players competed for their ideas during the discussion.Surprisingly, O and J were the most actively participated in the debate for the best move, since I thought they were introverted and agreeable before. Due to some long abate during the game, the second round took about an hour to finish. If we examine our team success through effectiveness approach, we achieved the goal by winning the game at the end; on the other hand, if we examine the team's success through effectiveness, then suppose we failed to achieve the goal; since the game was designed for thirty minutes for each round, we spent the double time to win.Time as a resource was not utilized. Our team does not really have a leader, we all equally share the responsibly in coordination; however, no one managed to see the overall picture at the end, n this case is we were running overtime. Takeaways Forbidden Island is a well-designed cooperative game that is exciting and tense even when played at the novice level. While the game is simple there is a strategic aspect that keeps it interesting. From this game session, I was able to put some organizational behavior theories into application.I saw our team experienced Dustman's stages of group development. We started from forming stage, where the individual's behavior is driven by a desire to be accepted by the others, and avoid controversy or conflict. Then we next enter terming stage, in wh ich different ideas compete for consideration. Then we came up with one goal and came to a mutual plan for the team at morning stage. Next, we reach the performing stage, where were capable of functioning as a unit as we find ways to get the job done smoothly and effectively without inappropriate conflict or need for external supervision.Overall, I would evaluate the functionality of our team as above average. Even though, clearly there some improvement opportunities lies in increasing team performance efficiency; our team had a high level of collaboration and some lately competition to enlighten some innovative ideas. Team members personalities played an important role in how we enhanced our collaboration. At the beginning I made some typical perception errors, such as stereotypes, selective perception, self-fulfilling prophecy etc.J from JDK/MBA program turned out to be full of emotion, and K from India, instead of have strong opinions, is the most agreeable person on the team, an d O is not introverted at all, according to Myers-Briggs Type Indicator, she would be .NET P type, who is innovative and entrepreneurial. Some important implications for my future repressions career obtained from this game play were, first of all, the real-life manifestations of five different stages of team development.

Common Application Essay Option 3 Challenge a Belief

The third essay option on the Common Application in 2019-20 asks a question designed to probe your beliefs and character. The current prompt reads:   Reflect on a time when you questioned or challenged a belief or idea. What prompted your thinking? What was the outcome? The focus on a belief or idea makes this question wonderfully (and perhaps paralyzingly) broad. Indeed, you could write about almost anything that youve ever openly questioned, whether it be your schools daily recital of the Pledge of Allegiance, the color of your team uniforms, or the environmental impacts of hydraulic fracturing. Of course, some ideas and beliefs will lead to better essays than others. Choosing an Idea or Belief Step one in tackling this prompt is coming up with an idea or belief you have questioned or challenged that will lead to a good essay. Keep in mind that the belief could be your own, your familys, a peers, a peer groups, or a larger social or cultural groups. As you narrow down your options, dont lose sight of the purpose of the essay: the college to which you are applying has holistic admissions, so the admissions folks want to get to know you as a whole person, not just as a list of grades, awards, and test scores. Your essay should tell the admissions officers something about you that will make them want to invite you to join their campus community. Your essay needs to show that you are a thoughtful, analytical, and open-minded person, and it should also reveal something that you care about deeply. Thus, the idea or belief that you reflect upon shouldnt be something superficial; it should center on an issue that is central to your identity. Keep this points in mind as you brainstorm your topic: The belief can be your own. In fact, your own belief can be an excellent choice for this essay option. If you are able to reevaluate and challenge your own beliefs, you are demonstrating that you are a student who has the self-awareness, open-mindedness, and maturity that are essential ingredients for college success.The belief or idea can take many forms: a political or ethical belief, a theoretical or scientific idea, a personal conviction, an entrenched way of doing things (challenging the status quo), and so on. Tread carefully, however, as some topics should be avoided and can send your essay into controversial or potentially risky territory.Your challenge of the idea or belief need not have been successful. For example, if your community believes in the value of killing snakes on Whacking Day and you ran a campaign to stop this barbaric practice, your efforts could lead to a good essay whether or not you were successful (if you were not successful, your essay might also work fo r option #2 on learning from failure).The best essays reveal something that the writer is passionate about. By the end of the essay, the admissions folks should feel that they have a much better grasp on what it is that motivates you. Be sure to explore an idea or belief that will allow you to present some of your interests and passions. Break Down the Question Read the prompt question carefully as it has three distinct parts: Reflect on a time when you questioned or challenged a belief or idea; reflective writing is popular in higher education today, and to respond effectively to this prompt it is important to understand what reflection is and what it isnt. Reflection is far more than summarizing or reminiscing. Your task with this question isnt simply to describe a time when you questioned or challenged a belief. To reflect upon something you did is to analyze and contextualize your actions. What were your motives? Why did you do what you did? What were you thinking at the time, and in retrospect, were your thoughts at the time appropriate? How have your questions and actions played a role in your personal growth?What prompted your thinking?  If you did the first part of the question effectively (reflect), then youve already responded to this part of the question. Again, make sure you arent just describing what you were thinking and how you acted. Explain why you were challenging the belief or idea. Ho w did your own beliefs and ideas motivate you to question challenge some other belief or idea? What was the tipping point that spurred your to question the belief?What was the outcome? This part of the prompt is also asking for reflection. Look back at the big picture and put your challenge in context. What were the results of challenging the belief or idea? Was challenging the belief worth the effort? Did good come of your action? Did you pay a heavy price for your challenge? Did you or someone else learn and grow from your efforts? Realize that your answer here need not be yes. Sometimes we challenge beliefs only to learn later that the outcome wasnt worth the cost. You dont need to present yourself as a hero who changed the world through your challenge of the status quo. Many excellent essays explore a challenge that didnt turn out as planned. Indeed, sometimes we grow more from missteps and failures than we do from triumph. A Sample Essay on Challenging a Belief To illustrate that the belief or idea you questioned doesnt need to be anything monumental, check out Jennifers response to Common Application essay option #3, in her essay titled Gym Class Hero. The idea that Jennifer challenged was her own—her self-doubt and insecurity that often hold her back from accomplishing her full potential.   A Final Note on Essay Option #3 College is all about challenging ideas and beliefs, so this essay prompt engages a key skill for college success. A good college education is not about being spoon fed information that you will regurgitate in papers and exams. Rather, it is about asking questions, probing assumptions, testing ideas, and engaging in thoughtful debate. If you choose essay option #3, make sure you demonstrate that you have these skills. Last of all, pay attention to style, tone, and mechanics. The essay is largely about you, but it is also about your writing ability.